1. Assumption 2:
Exclusion: Factors that
limit Career
Development
Exploring Women in Sports Management
By Jenna Morris
Dr. Evelyn Kirkley, Department of Women & Gender Studies
INTRODUCTION
 To recognize the subtle ways women are treated different in the
sports workplace and how we as a society can eliminate these
commonly held assumptions.
 To analyze differing viewpoints between scholars and the 6
women in sports management based on the 3 assumptions
 To introduce new perspectives of women in sports management
 To encourage young women to pursue a career in the sports
industry despite these stereotypes
METHODOLOGY
DISCUSSION
 Although some gender segregation exists in sports,
woman are setting the bar higher for both men and
women.
 Women + Hard work + Challenging Norm= Success
 Women in sports management are progressing much
faster than other businesses
 Sports industry could be the leader of
SOCIAL CHANGE!
OBJECTIVES
RESULTS
CONCLUSION
 These 3 Assumptions do not limit these women subjects
from promotion, equity, and respect.
 Women create their own opportunities: WISE (Women
in Sports and Events)
 Acknowledging subtle mistreatments of women exist is
essential to empower others to change patriarchal
perspectives.
 Chauvinistic stereotypes perpetuate when no one
challenges norms as well as uneven representations of
minorities in management positions
SIGNIFICANCE
REFERENCES
 Women in the front office for the NBA, NFL, MLB, and NHL face
many negative assumptions about their position
 Purpose of this study is to understand why these assumptions
exist by exploring:
 Business and Sports scholarly research
 Experiences of 6 women in management
currently/formerly with the NBA, NFL, MLB, or
NHL
 Why Contradictions exist between scholars and the 6
interview subjects
Assumption 3:
Proving Yourself:
Performance or
Potential?
Assumption 1: The
Double Bind: “Women
damned if they do, or
doomed if they don’t”
1. Scholarly Research:
Analyzed Business
and Sports articles,
journals, essays, etc.
based on 3
assumptions about
women in
management
2. Interviews:
Conducted 6 phone
interviews, asking
women in each sports
organization: NBA,
NFL, NHL, and MLB
about their experience
or thoughts about the
3 assumptions
3. Comparison:
Analyzed possible
factors that lead to
differences between
what scholars and
women in the sports
industry say.
4. Results: Assumptions
2 and 3 is a challenge to
both men and women in
the competitive sports
arena. Women feel
respected by their male
subordinates. All the
assumptions more
common in business
than the sports industry.
5. Conclusion:
Ultimately, it’s not
women’s leadership
styles (sports) that
need to change but the
societal structures and
perceptions that must
keep up with today’s
changing times.
Assumption 1
Scholarly Research:
From a Catalyst
business study, 52.7%
of men and women (148
sample size) agree that
women managers are
perceived as too soft,
too tough, and never
just right.¹
Interviews:
Holly Yanak (Directof
of Community
Relations for NBA team
Cleveland Cavaliers)
says there is some truth
to this assumption but
the biggest point of
weakness is “how
stereotype is placed on
women” ²
Solution:
To reduce bias and
judgment, managers
need to hire more
diversity including
gender, sexual
orientation, race, etc.
Assumption 2
Scholarly Research:
According to Washington
Post reporter Jena
McGregor, “a shortage of
advice reduces the chances
that female or minority
first timers to be invited to
join a second corporate
board…by 57 percent.”³
Interviews:
Women subjects have
not experienced old
boys’ network.
However, women can
be there own barriers
due to jealousy,
shortage of open
management positions,
high competition.
Solution:
WISE (Women in Sports
and Events) forms a sports
network for women. Men,
particularly white males,
need to recognize their
own privilege to help
break social standards
Assumption 3
Scholarly Research:
“Prove it Again” bias:
when we picture
CEOs, government
leaders, coaches, etc. ,
we still visualize men
rather than women.
Interviews:
Ronda Sedillo, CFO of
MLB San Diego Padres,
“it’s silly to promote
people on potential
because they need skill,
production, work ethic,
and work product.”
Solution:
Sports industry is
highly competitive.
Women should speak
up and list their
accomplishments when
fighting for a
promotion.
 If you do not see yourself represented in your dream job,
you might not think it’s possible.
 The purpose of this research aims to change
discouraging assumptions about gender to a
new perspective, encouraging young women
and other minorities to not let societal
expectations define their ability for success.
1. Catalyst. (2007). The Double-Bind Dilemma for Women in Leadership:
Damned if You Do, Doomed if You Don't. Retrieved April 23, 2016, from
http://www.catalyst.org/system/files/The_Double_Bind_Dilemma_for_W
omen_in_Leadership_Damned_if_You_Do_Doomed_if_You_Dont.pdf
2. (H. Yanak, personal communication, March 14, 2016)
3. McGregor, J. (2013, September 13). The boardroom is still an old boy’s club.
Retrieved May 02, 2016, from https://www.washingtonpost.com/news/on-
leadership/wp/2013/09/25/corporate-boardrooms-are-still-old-boys-clubs/
4. Contributor, Sponsor (2015, May 06). Why Women Get Overlooked for
Management Positions. Retrieved April 24, 2016, from
http://www.womenonbusiness.com/prove-yourself-again-why-women-
get-overlooked-for-management-positions/
5. (R. Sedillo, personal communication, April 4, 2016)